Tuesday, January 17, 2012

10 Common Golf Course Maintenance Mistakes

Every year, golf course operators struggle with
the same issue - Keeping their golf course(s) in optimum playing condition
while managing their maintenance expenditures.Although there are many well-run, financially successful properties that
have implemented an effective operations plan, there are also a number of
operators that can improve their maintenance program.Whether it be that they do not have a
thorough understanding of how turf management programs are implemented on the
course or a complete understanding of how certain agronomic practices can
affect conditioning, playability and expenses; operators sometimes struggle
relating practices and expectations to the budget process.

Below is a list of what might be considered to be the ten biggest
mistakes that can occur involving golf course maintenance operations. We hope
that using this list when reviewing your maintenance practices and expenditures
could lead to a more efficient and profitable golf course operation.

#10
- Mistaking Capital Projects for Routine Maintenance

During annual budget preparations, numerous
construction or renovation projects are mistaken as routine maintenance rather
than capital projects.It is rare that
the resources and staffing of an existing maintenance program are able to
support the ongoing maintenance plan and a capital
project. If the resources that support a high quality maintenance program are
removed to cover even one project such as a bunker renovation, the man-hours
must come from somewhere and the course may not receive the proper attention.
This can result in a decrease in conditions.Whether you hire an outside firm or handle the project internally, you
must make sure you have sufficient resources to address all of the
priorities.

#9
- Failure to Establish a System to Adjust for Changing Priorities

Priorities can change at a club regularly, even on
a daily basis depending upon the importance of the issue. These priorities
differ and range in importance based on numerous influences. In addition,
General Managers and Superintendents may view and set vastly different priorities.Where one may view a task as moderately
necessary, the other may view it as extremely important.Each party must make a point to understand
what it is that is important to one another and determine the priorities that
help to best achieve the overall goals of the operation.Communication is key, Superintendents and General
Managers should meet often to modify and update priorities and goals.

#8
- Failure to Establish Budget Levels Against Expectations

While creating budgets there are numerous times
that the numbers are determined by total acreage of the property, networking
and comparing maintenance budgets with other courses, or from past years’
budgets. When forecasting a budget, an owner/operator needs to first consider
the level of the maintenance operation.Then
factor items such as the maintenance challenges of the property or design
including slopes such as surrounding the bunkers, the elevation changes
throughout the property, efficiency of the irrigation system and quality of the
equipment fleet.While looking at these
and all of the other components as well as close examination to the maintenance
plan, the budget dollars should better meet the operation’s goals and
objectives.

#7
- Failure to Establish and Adhere to Written Expectations for How the Course
Should Look and Play

Most properties in the United States do not have
written expectations identified by the golf course owner or operator. Having a expectations
identified by someone at the club level, superintendents can better understand
their roles and the expectations for performance.In addition, having clear guidelines to work
with, superintendents can better manage themselves and their staff to achieve conditioning
expectations while still meeting the budgetary goals.

#6
- Failure to Establish Written Guidelines for Mowing and Service Frequencies

There are too many instances at a club level,
superintendents are solely responsible to determine the mowing and set up
frequencies for daily operations.In
balancing the needs and wants from both the maintenance operation and clubhouse
operations, a set maintenance schedule can help to give the staff a firm
understanding of their duties each and every day.Also, having a set schedule agreed upon by
both parties can result in improved efficiency.

#5
- Failure to Establish Man-Hour Requirements to Perform the Written Guidelines

With set maintenance guidelines in place,
superintendents are able to devise a man-hour estimate identifying the
personnel requirements needed to achieve the expectations. Failing to have a
man-hour estimate could result in one of two negative scenarios: expectations
won’t be met due to lack of personnel OR there may be excessive spending on
unnecessary personnel. Neither achieves all of the goals of the course and the
business.

#4
- Failure to Manage Personnel Functions Effectively

Any management professional can understand the difficulties when it
comes to managing multiple people.There
are many elements that make an effective manager; too many to cover here. In
operations though, an effective leader ensures that staff is focused on their
job duties and correctly completing tasks.The leader also needs to ensure that the crew is working together toward
meeting the goals and objectives established in the maintenance guidelines.

#3
- Failure to Reward Good Performance Against Expectations

Most superintendents
are not rewarded with incentives.Such
incentives can be based on programs put into place as it relates to increased
course quality, prudent budgetary spending and increased revenues at the
club.A bonus structure should never be
solely based on budgetary savings. If bonuses were awarded based on running efficient
operations, achieving the conditioning standards and meeting the maintenance budget,
managers may gain a better understanding the business aspect of our business,
resulting in a more playable and profitable golf facility.

#2
- Failure to Measure Results Against Expectations

Many times, owners/operators do not effectively
measure actual results against the anticipated expectations.A majority of owners or operators critique an
operation by simply bringing attention to negative items.This may raise a wall of defense resulting in
a communication breakdown. Communication is again a key. Something as simple as
a weekly/monthly tour of the property can lead to an improved and more
effective maintenance operation.

#1
- Think Value!

Many owners and operators view the maintenance
operations only as an expense for the course. In all actuality, the maintenance
operations are a key part of the revenue generating process.A high quality product will provide happy
customers and more revenue, while a lower quality product carries with it less
revenue and ultimately less profit.

While
it is difficult for most golf course operators to balance optimum playing
conditions and maintenance expenditures, an understanding
of these 10 common mistakes and doing your best to avoid them, will provide positive
results for your operation. As a club operator, we all continually strive to improve
and run more efficient and economical businesses. Those who succeed do so not
by chance but with hard work and continual effort.

Links

About IGM

IGM is a leading golf course maintenance company, dedicated to ensuring the agronomic and environmental excellence of the courses we maintain. IGM contracts with golf courses, home owners associations, and country clubs to handle all aspects of turf and grounds maintenance by our experienced and trained team. Our customized maintenance programs incorporate all the resources necessary to meet the agronomic needs of the customers’ facilities – many times at a savingscompared with historical spending.

For more information on IGM and the professional golf course services offered, please contact the IGM Business Development Office at (800)413-5500 or on the web at www.igminc.net.